A project Work Breakdown Structure (WBS) is a grouping of project work elements that organizes and defines the total scope of the project. The WBS is a multilevel framework that organizes and displays elements representing work to be accomplished in logical relationships. An understanding of the planned project scope, schedule, cost, and the planned methods of project execution are required before preparation of the WBS.
Each descending level of the WBS represents an increasingly detailed definition of a project component. It is the structure and code that integrates and relates all project work (technical, schedule, and cost) and is used throughout the life cycle of a project to identify and track specific work scopes.
All Facilities DCM projects shall have a WBS. The Project Manager is responsible for establishing the WBS with the assistance of the Project Coordinator, Project Controls, and Resource Analyst. The DCM WBS Project Tree format is used as a basis for the WBS. This standard format WBS allows cross-project reporting to management, and tracking of program budgets. Higher-level elements (Levels 1 and 2) of the WBS Project Tree are maintained, and lower-level elements may be added, modified, or removed at the Project Manager’s discretion, as needed to manage the project. The WBS will be established in sufficient detail so that each Control Account has a unique WBS element.
The Project Manager is responsible for verifying that costs for services from the A/E, consultant, construction subcontractor(s), in-house support, and other project activities are charged to the correct Project ID number or Work Order per the established WBS. The Project Manager will communicate the WBS to the project team (refer to Appendix B, Roles and Responsibilities). The project team members are responsible for verifying that their charges are made against the correct Project ID number.
For projects requiring Earned Value Management, refer to LBNL’s Earned Value Management System (EVMS) Procedures for additional WBS discussion.
